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MS&AD VRIO / VRIN Analysis | Assignment Help
What is VRIO / VRIN Analysis ?
VRIO stands for – Value of the resource, Rareness of the resource, Imitation Risk, and Organizational Competence.
VRIO is a resource focused strategic analysis tool.
To build a sustainable competitive advantage the resources that –casename— needs to be valuable, rare, and difficult to imitate. Secondly the –casename— needs to possess capabilities, organizational structure, and culture to optimize the available resources usage. VRIO analysis can help organizations such as MS&AD to do better resource allocation and build a defensible value and supply chain.
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What is a Valuable Resource for MS&AD? Defining Valuable in VRIO
A resource or capability is considered valuable for MS&AD , if it allows the
MS&AD to exploit opportunities or negate threats
emerging out of both the micro business environment and the macro environment. If a resource does not allow MS&AD to minimize threats or exploit opportunities, than it doesn't contribute signficantly to building a sustainable competitive advantage for MS&AD.
What are Rare Resources for MS&AD? Defining Rare in VRIO
In an industry that MS&AD operates in, valuable resources are held by number of competitors. So valuable resources themselves don’t provide a sustainable competitive advantage. MS&AD require rare resources to compete in the industry. If MS&AD don’t have rare resources that are required to succeed in the industry then MS&AD won’t be able to compete successfully in the marketplace. Secondly holding rare resources can provide MS&AD competitive advantage against players that don’t have those rare resources. HBR Case Study Solution
What is a Inimitable (Difficult to Immitate) Resource for MS&AD? Defining Inimitable in VRIO
A valuable and rare resource can provide a competitive advantage to MS&AD for certain period of time as all the competitors are going to try to imitate or replicate that resource. A sustained competitive advantage emerges, if the resource is difficult to imitate by the competitors. MS&AD can create inmitability by innovating on the product side, reducing pain points on service delivery, and having an effective post sales servicing strategy.
Check out the SWOT analysis of MS&AD
What is a Organization for MS&AD? Defining Organization in VRIO
Even if the MS&AD has all the valuable resources that are both rare and difficult to imitate, it won’t automatically result into a sustainable competitive advantage. The key to build the sustainable competitive advantage is to have organizational capabilities, expertise, and structure to exploit the resources. If MS&AD is not organized based on its strengths then it won’t able to exploit all the resources that it possesses.
Resources | Value | Rare | Imitation | Organization | Competitive Advantage |
---|---|---|---|---|---|
Product Portfolio and Synergy among Various Product Lines of MS&AD | Yes, it is valuable in the industry given the various segmentations & consumer preferences. | Most of the competitors are trying to enter the lucrative segments | Can be imitated by the competitors | The firm has used it to good effect, details can be found in case exhibit | Provide short term competitive advantage but requires constant innovation to sustain |
Opportunities in the Adjacent Industries that MS&AD can exploit & New Resources Required to Enter those Industries | Can be valuable as they will create new revenue streams | No | Can be imitated by competitors | All the capabilities of the organization are not fully utilized yet | Has potential |
Access to Cheap Capital for MS&AD | Yes, as a leading player in the industry and current macro economic conditions, MS&AD has access to cheap capital | No | Can be imitated by the competitors of MS&AD | Not been totally exploited | Not significant in creating competitive advantage |
Pricing Strategies of MS&AD | Yes, MS&AD has sound pricing strategies | No | Pricing strategies are regularly imitated in the industry | Yes, firm has a pricing analytics engine | It can only provide MS&AD with a Temporary Competitive Advantage |
Talent to Manage Regulatory and Legal Obligations | Yes | No | Can be imitated by competitors | Yes | Not critical factor |
Opportunities for Brand Extensions for MS&AD products | Yes, new niches are emerging in the market | No, as most of the competitors are also targeting those niches | Yes can be imitated by the competitors | Brand extensions will require higher marketing budget | Temporary Competitive Advantage |
Global and Local Presence of MS&AD | Yes, as it diversify the revenue streams and isolate company's balance sheet from economic cycles | Yes | Can be imitated by competitors of MS&AD but at a relatively high cost | Yes, it is one of the most diversified companies in its industry | Providing Strong Competitive Advantage |
Alignment of Activities with MS&AD Corporate Strategy | Yes | No | Each of the firm has its own strategy | Yes, company has organizational skills to extract the maximum out of it. | Still lots of potential to build on it |
Supply Chain Network Flexibility of MS&AD | Yes | Yes | Near competitors also have flexible supply chain and share some of the suppliers | Fully utilized by MS&AD organizational structure and capabilities | Keeps the business running |
Brand Positioning of MS&AD in Comparison to the Competitors | Yes | No | Can be imitated by competitors but it will require big marketing budget | Yes, the firm has positioned its brands based on consumer behavior | Temporary Competitive Advantage |
Opportunities in the E-Commerce Space for MS&AD - using Present IT Capabilities | Yes, the e-commerce space is rapidly growing and MS&AD can exploit the emerging opportunities | No, most of the competitors are investing in IT to enter the space | The AI and inhouse analytics can be difficult to imitate | It is just the start for the organization | In the long run it can provide sustainable competitive advantage |
Ability to Attract Talent in Various Local & Global Markets | Yes, MS&AD strategy is built on successful innovation and localization of products | Yes, as talent is critical to firm's growth | Difficult to imitate for the current competitors of MS&AD | To a large extent yes | Providing Strong Competitive Advantage |
Brand awareness of MS&AD products and services | Yes, the brand awareness of MS&AD products are high | Yes, MS&AD has one of the leading brand in the industry | No | MS&AD has utilized its leading brand position in various segments | Sustainable Competitive Advantage |
Track Record of Leadership Team at MS&AD | Yes | Yes | Can't be imitated by competitors | Yes | Providing Strong Competitive Advantage |
MS&AD SWOT Analysis, SWOT Matrix, Weighted SWOT Case Study Solution & Analysis
Books and References
Ahir Gopaldas and Anton Siebert (2022 July August) "What You’re Getting Wrong About Customer Journeys",
Harvard Business Review , 92
Linda A. Hill, Emily Tedards, and Taran Swan (2021) "Drive Innovation with Better Decision-Making", Harvard Business Review 86
Dyer, J. H., & Hatch, N. (2004). Using Supplier Networks to Learn Faster. Sloan Management Review, 45(3), 57–63
Barney, J. B. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17, 99–120
Dyer, J. H., Kale, P., & Singh, H. (2004, July–August). When to ally and when to acquire. Harvard Business Review, 109–115
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